Tuesday, 24 November 2009

Throughout the conference I made several visits to the main exhibition area. The days of the mega stands have long gone, now its about business, not flash.

I noticed that many firms had freebies of varying types. Mostly low cost sweets, mints etc. Some had stress balls, others stuffed toys - and then some had fresh juice, smoothies, coffee, massage and one a caricature artist.

I noticed that on day one there was a lot to have, however on the third and final day (morning) there was a lot less. So to those that had both planned well here is a photo montage of the stands and their offers...

These providers made a focus of their 'give aways'. There were many more - but they were either 'uninspiring' such as the stands that had quality street or pens, some had gone to great effort to have things on the stand, but made it difficult for visitors to have them. here was a rumour that one stand had soft toy elephants - but there was little evidence that there were available as a 'general' give away.

While going around there were a couple of stands worthy of special mention:

A healthy ethical culture is likely to build in public trust and more likely to engage with people.

When there is an absence of openness and trust you can only expect problems to occur – look at the situation in government around MPs expenses

JH – can you impose ethical standards? CK you need strong leadership, its difficult to impose.

Steve Easterbrook – McDonalds

Leadership – context & qualities

Context of leadership has changes over the last few years – and those that were successful are now falling by the wayside. The context is much more complex than it used to be. It is impossible to meet all stakeholders needs at the same time – the role of the leaders is to identify the right solution in a given context.

To succeed in the new paradigm – will need 3 qualities

1. Integrity

2. Collaboration

3. Sustainability

Its cannot be the icing on the cake – it needs to be the cake.

Things need to be ethical sustainable

Values led decision making, decisions must be taken at the front line – have the values and stick to them – it provides quick and consistent solutions.

The Google generation – they have answers at their fingertips. The new generation use collaboration.

The silver approach is no longer realistic. Business in the past could have changes their position with a marketing campaign or IT system – that is no longer the case.

Senior team need to take collaboration to a new level with their peers – its no longer about silo thinking at any level

A means of creating value in and with employees.

Collaboration does not mean decision making by committee or abdication – but open communication channels

“I’ve looked at all the statues in all the parts and I have yet to see a statue of a committee”

There comes a time when we need to stop raking over the ashes and allow the new people at the top to get on with the job in front of them – not behind then

A new paragigm not just for leadership, but for HR as well.

JH – can you move on while some of those that got us into difficulties are still in post

Bono when going round asks “who is the elvis here?” what he is looking for is charisma, attitude

There is a little bit of elvis in everyone and our goal is to unleash the little bit of elvis in us

In pairs – face each other and looking at each other say I like you without smiling or laughing

As a Jedi – can you say “I love you” without laughing and smiling – they say it is impossible

There are some challenges that require us to use our social oomph

Told us a personal story of personal change, and how we often try to change but do not use the strategies that work and we wonder why.. we need to play to our strengths.

Innovation is about change, and sometimes we try to make change too early and not in the right context.

Introduces Yin/ Yang – all about balance.- doing-being

What gets lost in the doing stuff is the being how we do things.

Using simple mindsets can help us get into the mindset of

Productive creativity

The habit of doing new things to make a positive difference

Habit is counter intuitive – you don’t associate habit with doing nw things – you can build a habit of doing new things. Its not about crazytivity, its about something that can take us forward.

There is no right or wrong

Positive minded – you need a vision – how good are you and your organisations at killing ideas – 1-10

How do we kill ideas – write a report, do a business case, money, tried that before…. We are very good at killing ideas

Being able to nurture ideas is vital.

Story

walk along a path – 3 little shoots – a genie appears

choose one…

1. rose

2. oak tree

3. gorse

what do you do? – wait nurture? See what is growing and changing

easy to say – difficult to do

in pairs – person 1 comes up with ideas to make the cipd conf better next yr

person 2 answers everyone with yes.. but

Say in your pairs

Remember that you felt like

Person 1 offers ideas to improve the conference

Person 2 answers with yes… and – offers ways of building

Recap on how people felt

When someone craps on someone’s ideas you sapp their power

How often do you have conversations of the second type – less judge mental and more supportive.

You need to be clear of what you expect from people – this is what de-bonos 6 hats is about. Being clear means you need to be careful about the language you use.

When we ask the question “what do you think?”

A better q would be “how could we make this better?”

Chris kissing the fish – there is a story behind this chris never used to like fish, he would go to dinner parties and be offered fish & DECLINED it – people took pitty on him. One day he tried it as he was wondering what he was missing out on. He tried it, found he liked it

Getting Fresh

Do you travel to work the same way?

Fav restaurant/ dish

Read the same mag/ news paper

Even when staying away sleep on the same side of the bed.

Why do we stay with our habits/ favourites.

Studies show that we can recall almost every piece of data we have ever been exposed to. We can hold an unlimited amount of data..

Why might having a lot of diff ideas in your mind – when you are looking to solve problems, if you have different experiences you have a wider pool of ideas to select from – fresh ideas

Get fresh, explore the ideas, get a fresh perspective. Buy a diff mag, go a different way to work. Consider doing something different every day – this may be as simple as going into a shop you would not otherwise go into, read a mag of something different that you would chose to read

Lighten-up! – do something frivolous

REAL – a fav company of mine is IDEO

Philosophy –

Get people engaged, bring the idea to life

Ask yourself the question – how can you bring your idea to life

FAST

Virgin spent months looking at virgin cola for months – then one day righard branson on morning TV answered the question “what is next?” he said in 6 ½ weeks is virgin cola – none of the project team knew this and were shocked, but the team delivered 6 ½ weeks later!.

MOVEMENT

BIG – do it, say it – take a personal risk. If you wait you will miss the moment. Be brave. If you take something away from this week be brave – do something

22 people in the workshop where there were spaces for 32, strange as innovation is a key theme for many at the moment, I would have thought the session would have been full (31 people were expected)

Cris works in Innovation, Ian in Change management

Notes, flipcharts and other materials that are developed on the day will be sent to us later.

Ian gave the story of a former MD at Anglian Water that was your typical MD – unassuming, then took some time out & went to Harvard. When he returned he was gushing with ideas and drove change through involvement and participation.

Innovation as a tool – the challenge is to create an org that can thrive in a rapidly changing world.

Who feels that they work in an innovative org? many feel that they have innovation IN their org but not as a whole

Innovation is often seen as product or service and it is often seen to have covert teams at the top level that are innovative.

How do we increase or capacity for innovation?

To use innovation – we need to understand it.

1) innovation is not the sole domain of R&D, high tech industries or specialists

2) is not about being first

3) not about being the biggest and best

Innovation is about diversity – about people. Innovation comes from how we mix stuff together.

GM spent $8B on innovation/ R&D and they went bust – that is $1/4M per employee – but they did not innovate internally.

Strategy – it has to be core of what we do. The word “innovation” has been bastardised by marketing teams which no longer add value. What we need to do is to pump people some value into innovation

Do you have a HR strategy? A business strategy – are they aligned?

People – as an MD I want great people – if we have poor people I want them out-quickly

Community – I want people thinking of the community in the org – doing things for other teams, not just their own – its about more than “culture” – Jim Collins – how can you be a help to others

Environment – Tom Peter – “cultivate great talent by creating great places to work-eliminate cubical slavery” look at Google, they have done things to make the workspace a place people want to be

Creativity – creativity is not about designers & wacky stuff – its about thinking differently – 20% time in Google – 20% of their time to work on ‘stuff’ they feel is the next….. this is Google giving people “white space” in their diaries. How can we give people time to help think differently? Create the environment and the time to use it.

RISK – the big one…. Risk is all relative – if we want people to be creative, if we want – mark Twain ”if you always do what you have always done..” If you don’t risk anything you risk everything. Risk is about what R&D do and call prototyping – they rarely get it right first time – they take risks, they have time for risks – but the final output is proven. Google “to organise the world’s information and make it universally accessible & useful” leadership is key to drive the vision.

Customers need to put the label “innovation” on something – not the creators…

Ian

The “Human Beings” department – rarely have I heard of HR & innovation mentioned in the same sentence

Thers is something about HR – we get on with the job and hide our lights under a bush. That is a shame as HR people are more innovative and we need to tell our businesses what we have done. If we want to be a real “business partner” we cannot wait for people to ask us – we need to take the imitative. You often see a FD on the right hand side of the MD – you rarely see HR on the left hand side.

12 yrs ago Ulrich said HR needs to be in 4 areas, HR are no good at selling ourselves – we need to learn the language of finance and marketing. David’s (Ulrich) message has never really be understood – HR has focused on T&C of work, it should be T&C of the work place. The only people that can make HR a business partner is for us to invite ourselves to the table – lead by doing and using business language.HR is often seen as transactional, and until we change this we will never be a real “BP”Interesting session – innovation in the org and political commentary about our role – innovation is a reason to be invited to the org

HR & Strategy

HR & People

HR & Community

HR & Environment – physical & psychological

HR & Creativity – how often are people allowed & told they are creative

HR & Risk – not about putting people lives at risk

HR & Leadership

Ulrick change agent is about changing the org in the area of human capital

Change through people not through gantt charts. No-one else in an org has the ability to change people like HR have.Group task – brainstorm innovative areas – what great innovations have your done yourself, come across of heard of - nominate someone to feedback not to us but to everyone else in the room. – the ideas will be sent to us later.

Some innovative ideas –

1 + 3 = 5 one person carried 2 roles CEO & ops director (mat cover) devolved her roles to 3 managers where they did 5 months each, and the OPPs mgr on maternity was available to each of the managers. At the end of the period the company had significantly increased its Human capitalConfidence and competency

Keep-in-touch – diverse locations where people don’t meet, use of touch screen tech to allow people more access to intranets and social networks for people that are IT resistant

Proudly received – proudly given – a drive to share ideas openly

People want to be involved more – dialogue or monologue?

Incremental or radical innovation

If you put in the reward system people are more inclined to participate (but what is reward – we need to look at this) – In Qatar they pay managers extra to coach employees and the reward suggestion schemes with high value rewards – multiples of salary!

Tesco – where managers go “back to the floor” on a regular basis

We are about to go for a break – when you come back – leave your ‘HR’ hat outside and come back with a line manager hat on, without all the limitations of HR policy, regulations etc.

As managers – tell me what I can do – not what I cannot do

Exercise to build a culture where people want to work for and your customers want to spend money for.We were given a scenario and asked to explore that in the context of the 7 steps from a business perspective – the what not the how at this stage.Groups shared their thinking and ideas. This material will be “codified” and sent to us – I’ll add it here when we get it.One concept that came up was based on the concept that Jim Collins mentioned which was to have a “not to do list” and from an L&D perspective and talent management perspectives what about having a “do not develop” list----------------------------DRAFT post

It’s the start of day three of the annual CIPD conference 2009 - the premier conference and exhibition for Human Resources in the UK.

Last night there was a small but important informal meeting of like minded people... a tweetup, more than 10 influential members of the institute met informally for the first time face to face

those that met included:

@joningham

@HRrecSolutions

@NAlexandrou

@stevebridger

@HRZone

@CIPD_Events

@HRPUK - a fellow lead of a (competing) HR group on LinkedIn

and of course yours truly... @rapidbi

we met @thenorthpolebar in Manchester

Also throughout the day there were meet up of : the CIPD communities group, the opportunity to meet some of the regular faces, the CIPDmembers group on LinkedIn met for lunch. People that have 'met' online start to meet and build alliances in the real world.

Why is this significant? In the press we often hear of HR functions blocking or barring social networking sites - well here is a group of professionals that met online, communicated, learnt from each other and then yesterday took the leap from virtual connections to real connections.

In a rapidly changing world HR and everyone in business need to think about communication, decision making and innovation in a different way. the future is very much about collabouation, and not just internal collaboration - but collaboration with anyone, anywhere that has the expertise and passion to contribute. The future of organisations is changing and it is likely that what is currently called "social networking" will be at the vanguard of change.

What is in a name?

Social networking as a label sounds like it is informal and an option - ell this is not so for the business world. We need to communicate and learn faster than we have ever done before, these online networks are the only technology available which can link and respond fast enough. So what should it be called?

• Business collaboration network

• business innovation networks

• business learning networks

• Human capital network

• competitive advantage network

Ok the last thing we as HR need is more jargon, however when the current name does not work for us, much like "Cif" or "Marathon" a re-brand is required.

The amount of Tweeting from this event is significant, and not from just one player - from many, most providing added value about key messages (some about marketing messages only), however most of those were exhibiting and this was 'fair game'.

This year marks more content published on blogs and twitter from 'peers' than from the HR press. I also believe that even in the coming weeks the word count from this event will outweigh that from the 'professional journalists' 3:1

There is also a difference in content. That published by many of the journalists seems to focus on political decisions and report outcomes - the 'bloggers' seem to be focused on content to help other learn from the event. This shift is an important one, and one that will grow- peer based content.

The future

The future of HR conferences in the UK will never be the same again. Organisers need to consider the needs of social networkers by providing:

• Event wide wifi - free and not timing out every 15 mins

• Power sockets to charge laptops/ smartphones

• Seating with tables for netbooks to allow bloggers to work more effectively

Wednesday, 18 November 2009

Its not about getting the information out – its about their behaviour – if they care enough they will look it up.

When you share something memorable, you get the relationship to a different levelSocial networking is not about technology its about connections and trust.

The model of wanting people to learn is all about data – we are not, humans are not like computers, we tend to remember things that have emotional references. We surround data with a sort of emotional metadata

Blogs are more authentic then newsletters – it’s a personal insight, it comes from the heart. Internal communications & blogs are technically the same but have more human, emotional links

Social learning technologies is a bottom up approach. Most learning is informal 80% so it makes sense to use social technologies to harness this.

Most effective learning is informal through stories (metaphor) i.e. don’t touch that button, I did that once and….

In history you got to be an expert by being around for a long time, now as things change faster, expertise belongs to those that know, and seniority is no longer relevant.

Nokia have a concept of reverse mentoring, where new people mentor more senior people on technology based issues.

Social networks

Generation y is not an age thing its an attitude thing.

Formal learning is not good for retention (see long tail graph) on the other hand informal learning retention increases, the trend is that for formal learning to be squeezed to only mandatory training.Rapid development tools are on the increase, in time this will be much more co-created, and is in effect gaining ownership and the devolvement of training.

The new role of the L&D professional is to work with the champion to transfer skills and to assist/ project manage.Wikis are ok, they are mostly used for information dump – there is little/ no emotional engagement.

Blogs are not used (in the BBC anyone can create one – they have 300) in the way people originally thought. These people are increasingly seen as thought leaders. The impact that these blogs have are greater then traditional communications. The blog enables the story behind the decision, not just the outcome, but the process. The human element.These social networks provide people with the opportunity to contribute. There ideas and thoughts at a peer level. To drive contribution a competition was set and the best videos on the bbc MOO site are chose to be commissioned into programmes for bbc3

This approach uses a croudsourcing methodology.

Does it work

The truth is if you try to introduce one in your org it tends not to work, this is mainly as most people like to lurk, rather than contribute.

You need to drive the environment artificially (pump prime) so that people start to see and feel comfortable. Feed it with best practice content, open it up to comments, then open t so that anyone can contribute.

The biggest problem is that most orgs have not determined if they want it or if it is legitimate yet. This requires a shift in the role of L&D, we need to stop being experts and be seen ore as curators and coaches.The trick is not about technology, but to find someone with passion.

This enables agility

The best models of L&D take best practice and strive to share

These blogs and environments need to be ‘informal’ they do not work as well when they are seen to be official.

Elearning professionals group on Facebook run by nick, currently has over 5000 members.

Robert started by saying “hello Manchester”.. unfortunately the audience were not as engaging.

We were given the opportunity to talk with the person sitting next to us about yesterdays and our experience.

Robert wants our views on things.. is he expecting these things to be blogged or tweeted?

Today is about the idea of engagement and how you can measure it differently

Engagement is about unlocking peoples potential at work… what is your elevator pitch about it.. what does it mean to you? Passion, motivation, commitment were some of the ideas given from the floor.

Engagement is about enabling people to deliver there potential and the benefits it provides orgs..

The best orgs that do have EE are pulling ahead of the competition in the current downturn

84% of people say they are willing to help their team

85% say they are committed to helping their org to survive

People may think they are doing this – but are they actually doing it? Thought from the floor

63% feel their org is not appreciating the effort they are putting in

The leadership function is critical for engagement and having that engagement drive business performance and results.

To go beyond employee engagement we need to deliver – engagement-enablement-employee effectiveness. We need to look at a 4 box grid showing engagement-v-enablement

This matrix needs to be applied within the boundaries of the sector (i.e. finance) and to a lesser extent system limits.

Hand over to Clare

Clare gave on intro to the business and the scope that its 7000 people cover. With over 20 native languages, communication across the org can be a challenge.

Has earlier this year introduces new values – Service, Relationships, Teamwork – this was done to align all of the rentokil initial group. These were derived from global focus groups.

Measuring both customer and supplier engagement are linked and the org uses both for trend spotting and evaluation

With a show of hands 45-50% run staff surveys

30% use surveys to measure customer feedback

How many compare these two sets of results 5-10% - this beyond engagement is about looking beyond and customer surveys is a key part of this.

EE is linked to development of the brand of the company. Buy-in from the top of the business and BUMs for looking at EE was critical.

To gain the buy-in the key was to communicate, communicate, communicate and had conference calls every 2 weeks to manage and co-ordinate the process.

Communication included posters, reports. Powerpoint and this year an intranet site where the data is managed and feedback is available where resources are available for managers to help them improve key points. This is new this year but the group are excited about its possibilities.

Initial Rentokil run this annually in September and do the process on paper across the whole business. The survey window is 4 weeks long, and feedback is returned 3 weeks later.Rather than just feedback on the company, the system provides locally, and relevant results. The system produces powerpoint format presentation for each manager automatically

Recently the group has adopted the new Hay enablement survey as part of the process. Reports are produced for all teams greater than 5 people in size, this means that action is more likely to be taken on a team by team basis.

Response rates were 93% and have recently increased to 97% - this was much more than originally expected, this puts pressure on taking actions to deliver on survey findings.

Managers are targeted through objectives to improve results and included in every managers PDR

Why have an org? it used to be cheaper to bring people together to produce. When you bring people in you shut talent out.

Where to focus – one –to-one one-to-many….

How can I follow you if I don’t know you are there?

If you are not followed you are not leading

The “ikeazation” of work… you are involved in the design, resourcing assembly etc…throughout this experience we are faced with different roles

What it means to work is changing

Work used to define us…

We need engagement, alignment

Engagement – we engage through clarity, this is a fundamental misunderstanding of what people want is mess, what we don’t want is mess to the point of being stressful

Rather than clarity we want simplicity simplicity=simplification + coherence

Coherence = punctualisation (functions.. makes sense…)

Humans align through narratives…. We share stories, people know what we mean through our tone and story..

The Elvis fallacy is everywhere a like less conversation more action – this is not true, if you restrict conversations, your directives need to be more comprehensive.

How do you achieve a sense of accountability – Roles

You have to be clear of the tasks and want to do it – why you do it does not matter.

Some tasks are maintenance & accountability if there is coherence then people will do the tasks that they don’t want to for the ‘greater good’

Commitment – how do you get commitment – you buy it. It feels like commitment but it is not commitment – its prostitution.. when someone else offers more they are gone. The commitment is gone. Love is our ability to value, nurture and help other people to grow – remember the advert – everyone remembers a great teacher.

“have I made that person feel stronger and more capable?” if you have you have ‘loved them’

Coronary heart disease – 90% of people with this choose death few chose to change.. so even when faced with the data and reality, many fail to make a decision and take appropriate action.----------------------draft post

Tuesday, 17 November 2009

We are in a stat of flux. Some say the recession is over, but most feel that the recession is hitting

Predicting the end is not important, what is, is dealing with the current

High calibre HR professionals are important. It is clear now that the nature of the orgs we create is critical for the performance of our orgs.

The difference for the success is leadership and culture – when an org out grows its ability to provide talent leads to a collapse. Sustainable performance is critical

Hr needs to be a broad church – generalists & specialists – and those with a diverse background.

HR need to understand the interplay between people and business process – not just what you do but how you do it.

Deep understanding or your org and its context enables you to devise strategy to lead the organisation and create the greatest impact.

Understanding or your org is your starting point.

Knowledge – activity & behaviour

Jim Collins – the quest for greatness

His 2nd only visit to the UK the last was to Harrogate 5 yrs ago

Everyone in the room shares a passion – the right people and the right who

Far more important than what we do, is who we do it with… first who then what.

It all goes back to a driving force for curiosity –

Its not just about success – but CONTRAST – who were in the same situation and the comparisons did not make that success – contrast the ones that did not make the leap are those are those that figured out what to do then find the people – the great get the people then found out what to do (30 yr time line graphic)

Give the same circumstances – some become great others don’t – its is not the context/ circumstance – it’s a function of choice and discipline.

We learn as much from failure as we do from success – studying failure is of value.

Both grow at the same rate – but at some point one may fall (how the mighty fall) the process of decline is scary.Like cancer – you look healthy on the outside but be ill on the inside (decline unlike cancer is self inflicted)

Five stages of decline – three of them look healthy from the outside.You can fall to the end of stage 4 and come back as a great enterprise.

Is the journey depressing? We are all vulnerable to a point and to know that even if you stumble, it is still in our own hands to come back – gives me some hope.

The world is challenging for us – rate the environment in which you operate – 1 everything is in your control (1-10) 10 is environment big forces, high uncertainty turbulencePut your hand up if you are… 1-4 5-7 8-9Control of our destiny is in our choices not our environment – decline is self inflicted, so is growth!

Light – success… dark – failureLets look at both sides

What do you need to do differently?

It never hurts to reinforce the basics – level 5 leadershipWhy would orgs fail to succeed.. ???

Fail to embrace the new

Fail to apply the fundamentals consistently and brilliantlyHubris – outrageous suffering (look this up)The moment you think you are great… you are not!The very greatest orgs gave the greatest credit to others rather than themselves, even when the evidence suggests otherwise. If you ‘worry’ that you are lucky then you tend to work hard at success – if you think it is you, we tend to stop (Mike - remember status group)I’m a leadership sceptic, you cannot remove a leader and expect good results? Many good to great ‘leaders’ have had a charisma bypass…

The type of leadership is what matter.. in great they had level 5 leaders – the contrast level 4The difference between level 4 & 5 – humility – obsessive compulsion for the cause – not for themselves – their ego is channelled outward – not about them.

Level 5 is not about personality, some have it some don’tThe relevant question is.. What are you in it for? Great CEOs would die for their culture…Those in power, root causes – what is the truth of their ambition, stripped for the truth – are they really in it first for themselves? In ever single case for decline at the end of stage 2 there is a problematic succession of power issueNo single person can make a great enterprise

On a downswing, the wrong person with power can single handed can bring the organisation down.What are you doing to ensure that does not happen.You may think that orgs fail because they become complacement – this is true, nut not how the mighty fall – over-reaching – too much growth…How would you know if you are overreaching? There are few ‘laws’ of management – “Packard’s law” (from HP Packard)

Look at Rubbermaid – too many new products too often.

If you allow growth to exceed your ability to have enough of the right people in the right seats to manage that growth – you will fallGreat leaders say “I don’t know” because they don’t know what is going to happenThe data suggests that the great people do not vision the future – what they do better is they prepare for what they cannot predict.Get the right people on the bus, get the wrong people off the buss – then the right people in the right seats.Use whatever competencies you have – that when fin are discussed an even more important number is discussed – number of seats and right people on the bus – how many key seats, is it filled with the right people is it going up or down? Do this before any other business numbers. We love numbers this is the uber number.Can you get that accomplish this before you attend next year?Is your team on the way up or down?When something is ugly – that is the thing to look at and examine.Look at the Stockdale paradox – Admiral Stockdale – how did the situation not ‘put him down’ “I never wavered in my faith that I would get out, and that I would value the experiences” who did not make it out – the optimists.. those that said we would be out by Christmas… then Christmas would come and go…you must never confuse the need to face the facts with the unwavering faith that you will win in the end.

Like Shirlock Holmes – it’s the dogs that do not bark that give more away that is apparent at first.

No incentive system can transform good to great leaders

The right people are self motivating – the role of leaders is not to motivate,

The task is to find self motivated people and find ways not to de-motivate them

You do not need external people to ‘light’ the organisation. Stag 4 grasping for survival – how do you respond? – basics.. right people, right seats…. Or do we grasp for salvation with a new leaders from the outside? If that silver bullet does not work.. well get another? If you stay here long enough you will go to stage 5

No leaders can do anything useful in less than 7 years –Change does not happen overnight

Keep pushing in a consistent and intelligent direction.. it’s the small consistent steps that work not the sliver bullet

3 circles…. Focus on the middle.. we need the discipline to stay in the 3 circles

Think about it from a people standpoint – its not just an org value.Imagine not taking a job unless the job fits your 3 circles.

Passion--best in the world--economic

If you have a to do list – do you have a stop doing list?You have to have a personal reason to succeed….the reason to be must be much greater than just increasing shareholder value – it needs to be emotionally tangibleWhen we are under pressure do not compromise values – you will not have the strength to endure.

Hold your value – change your practices (yin yang slide)

The signature of mediatory is chronic inconsistency.

In the last 10 mins I would like to give you a to do list..

Be productively subservice to your orgs

1) conduct your diagnostics – a diagnostic tool – good to great diagnostic)

2) before you return you somehow implement Packards law – how many seats

3) build a personal board of directors – chosen not for their success but for their character

4) turn off you electronic gadgets – discipline thoughts take time to process give ‘white space’ time engage in thinking at least 3 days every 2 weeks

5) what is your questions to statements ratio, can you double it ----focus on being interested rather than interesting….

6) Help org build a council and make sure the co focuses on its 3 circles

7) Start your stop doing list – work is infinite – time is not?

8) Replace titles with responsibilities – the right people have resp not jobs

9) Re articulate and re commit to the value, no matter what the pressure you will not budge from